Weeks 1 to 2: the brief and the map
A proper brief is not the job description. It names the target companies, the seats those people hold now, the package, and what would make somebody leave a good job for this one.
You should end this stage holding a written target list. If you do not, the search has not started.
Weeks 2 to 5: approach
The firm contacts people on the list. Most say no, and that is normal: a healthy approach-led search has more declines than conversations.
You should get a weekly report naming who was approached, who declined and why. Those declines are market intelligence you have already paid for, and they will tell you if your package is short before it costs you a candidate.
Weeks 5 to 8: shortlist
Four to six candidates, interviewed by the firm, who have seen your package and confirmed interest. Fewer than four usually means a thin market or a weak package; more than eight usually means a database rather than a search.
Weeks 8 to 12: process and offer
Two or three rounds is normal. Beyond that, good candidates withdraw, and the ones who tolerate five rounds are often the ones with fewer options.
Move fast at offer. The gap between a verbal yes and a signed contract is where counter-offers happen.
Where searches stall, in order
- Interview capacity. A shortlist that waits three weeks for diaries loses its best candidate.
- A package agreed internally but never tested against the market.
- A brief that changes at week six, which restarts the map.
- No single decision-maker, so every candidate is assessed by a committee that never meets.
Questions
- How long should an executive search take?
- Eight to twelve weeks to an accepted offer for a C-suite seat. Add the notice period: three months is standard in the UK, two to four weeks in the US.
- How many candidates should a shortlist have?
- Four to six, interviewed and confirmed interested. Fewer suggests a thin market or a light package; many more suggests a database search rather than a mapped one.